On A Context-Oriented Approach to Leader Selection --A Strategy for Uncertain Times
In the Lucy Povah and Kate Sobczak article A Context-Oriented Approach to Leader
Selection --A Strategy for Uncertain Times, the authors maintain that
successful leaders have “learning agility,” which is the ability to apply
experience to new and different situations. The authors propose their “L-I-V-E-D”
(Learning Agility, Intelligence, Values, Emotions, and Drive) model for
context-oriented leader selection. Over this L-I-V-E-D framework in leader
selection is placed the External Context, the Business Strategy, and the
Internal Culture. The idea of a “fit” in leader selection is that the prospective
candidate’s L-I-V-E-D core
elements of leadership must “fit” into the company-specific environment (external
context, business strategy, and internal culture). The authors admit that the
most important core element Learning
Agility is the most difficult to measure.
What is unusual about this article is the authors’ sense of
disdain for using the potential candidate’s life history in evaluating his core
elements or fit within the company-specific environment. The authors want to
test and create simulations for reactions and indicators of the core elements.
It is as if during a candidate’s entire life he was acting and not representing
himself truthfully, and to reveal his true nature he must be tested, even
though, of course, he knows he is being tested and would most likely act out
the desired behavior.
Another unusual element about the article is that the needed
business strategy and needed internal culture was already known by someone
other than the future company leader. It is this person or persons that set
these parameters by which the candidate is judged. I beg to ask the question:
If you
have someone that already knows the needed strategy and needed internal culture, isn’t your search for a company
leader over? Don’t you just choose that person?
Great leaders demonstrate the needed strategy and needed
internal culture, often to the shock and horror of the company insiders and
vested stakeholders. Iconic leaders set the standard --against a contrasting
backdrop of peers.
WORK CITED
Povah, Lucy and Kate Sobczak. A Context-Oriented Approach to
Leader Selection: A Strategy for
Uncertain Times. People & Strategy.
October 2010; 33(4):40-47.
In my opinion, in order to be a good leader regardless of how you were raised is to be able to motivate others. Without being capable of persuading others it is unlike that a firm can take you serious. However, it is an interesting thought regarding L-I-V-E-D because all those attributes combined can make good leaders as well.
ReplyDeleteI thought the exact same thing you did in regards to the candidate's history? Sure the person can have all the attributes of L-I-V-E-D, but without the proper experience it can be disastrous regardless of their learning agility. You can't put a person who's worked in a certain industry their entire career and have them lead a company in a completely unrelated field.
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